Is it a Priority? How much does it cost when it is not but treated as such.

Not a writer
Making decisions about controlling your time and utilizing your talent requires you to be thoughtful and strategic. One of the first steps on this path is to learn the difference between “urgent” and “important” tasks.
Remember The Little Red Riding Fairy Tale.

Don’t mistake urgency for importance. Don’t think that because a fire is burning it warrants your immediate attention every single time. Often the fires will burn themselves out. And don’t think that endlessly jumping from one thing to another is good leadership.
Have you ever had a day when you feel you worked your ass off and got nothing done? That was a day when you decided to focus on urgent issues instead of important ones.

If you look at the box above, you can easily see how to categorize any task that needs your attention. Everything you do fits into one of the boxes numbered one through four. Let’s take a look at what might fit into these boxes:

Box 1: Urgent and Important (Take Action Now)

These are things that need attention now. Both the critical nature of the issue and immediate timing combine in this box. Some examples would be:
  • Responses to key clients
  • Decisions where time or money is on the line
  • Deadline-driven projects, tasks or important commitments
  • Critical decisions that cannot be made by subordinates

Box 2: Important but Not Urgent (Be Proactive)

There are things that are important but often don’t jump out as vital. Time spent on these things, though, directly improves the bottom-line results of the organization. Ignore these tasks at your peril. Examples of important-but-not-urgent tasks would include:
  • Planning
  • Evaluating people
  • Evaluating systems
  • Client relationship building

Do you want to eliminate steps from a old process? Click here.

Box 3: Urgent but Not Important (Don’t Be Reactive)

These are things that are time-driven and may or may not be worthy of your action. Because of habit or others’ needs, we can sometimes get lost in urgent-but-not-important activities, which become matters of “daily firefighting.” A lot of work is involved but not much really gets done. Some urgent –but-not-important items include:
  • 50% of all phone calls
  • 80% of all email
  • 95% of text messages
  • Problems brought to you by others for you to solve that they have not tried to solve themselves
  • Personnel issues that can and should wait
  • Any form of employee venting, frustration, or emotional dumping that does not lead to resolutions

Box 4: Not Important and Not Urgent (Be Disciplined and Ignore)

We live in a multitasking world where immediate reaction is standard behavior. Young people especially think they need to respond moment-to-moment via email or social media. This is indulgent and simply a bad habit to be addressed. This is a key area where major chunks of time are wasted.
Poor planners fill their time by focusing on tasks that are neither urgent nor important. It’s the stuff people do when they are reactive instead of proactive. It means inaction. This is bad stuff.
So there it is. A simple matrix to getting shit done. Important stuff – not everything all the time; not what you like to do and are good at; not what other people want you to do for them.

Get your boxes lined up and apply discipline and focus – the results for you and your team will be profound.

The problem is, you two think that you white-collar people are better than us blue-collar people.

I never use to watch Blackish because I had a unconscious bias about what I thought it would portray. Needless to say it is a Great show that dives deep into social issues. 

SheGetItDone is the biggest advocate for Skilled Labor/ Trade Work over college debt.

This episode of Blackish really stuck with me. 

Dre: When I was growing up, I heard my parents talk about the American Dream, and it sounded pretty good... Modest home, honest job, and a Grand Canyon family vacation. But for my generation, it changed a little bit... Nicer home, better job, and a Hawaiian family vacation. And for this generation after me, it's just gone insane. The American Dream has become an actual dream, something most of us can only achieve when we're sleeping, which means as parents, all we can do is push our kids to be all they can be so they can have a chance of getting their piece of whatever their American Dream is. 

Twins:We got our career tests back! It says I'm gonna be in a position of power in a political organization! Oh, that is amazing! Way to go! 
And I'm gonna be a member of a unionized group of skilled laborers. 
[Clears throat] Boom! 
Here you go, babe.
There you go. Now, you enjoy that. 
Mm. No, you taste it first. 
I'm not falling for that again. 
Did you talk to Jack? 
Well, he's legitimately excited about...
Becoming a mechanic, a welder, or a lumberjack.
Seems like he really just wants to lose a finger.
Pops: I don't see what the problem is. Welders, mechanics, all of that... 
Those are good-paying union jobs, son. 
Hey, look, Pops, nobody is saying that. 
All I'm saying is that I don't need a test telling my son what he's going to be for the rest of his life. Exactly.
Because it will affect his mind-set going into middle school, which will affect his mind-set going into high school, which will affect his mind-set going into college... College? 
Come on. 
You're getting ahead of yourself, now. Just a little bit. 
Why don't you relax and have some of that ice cream?
 Yeah, I mean, who says the boy is going to college anyway? 
I mean, look at me. I didn't go. My life's pretty great.
 You live off us. And that's pretty great. 
Besides, you don't need college to get a job. Pops. 
We don't want him to have a job. 
We want him to have a career. 
Like your high-powered lives are so terrific? 
You're both too busy to pick up your own children from school. 
You gotta send a drunk old man.
 You drove the kids drunk? 
Not that it's any of your business, but I Uber'd. 
The point is, I worked a nice, honest 9-to-5 factory job so that I could come home and be with my family every night. 
But you never came home. 
But I could have.

At the end of the day you have to do what you love, and not for status...

AEMP EquipmentSHIFT 2019 Speaker Highlights Part 1


Opportunities and challenges in equipment management present themselves every day. Leveraging data, emerging technologies and a culture of innovation will separate you from your competition and increase your bottom line in ways never before imagined. Knowing how to strategically manage your big iron, tools and people will give you the opportunity to take your operations to the next level. 

Please click here to register for Connect 2020

What elevates AEMP members is their ability to read the roadmap to the future of equipment management and stay ahead of the curve. Understanding what changes are coming and where the industry is heading gives our members and conference attendees the competitive edge that helps them navigate this ever-changing landscape. 

Click link to find out more about Alex's Company SmartEquip

Click here to find out more about Aaron's Company BuidWitt

Click here to find out more about Luck Stone.

Click here to find out more about Carter Machinery Co,

Click here to find out more about Cavcoe.


Why? For starters, new equipment is an expense that will almost  certainly be taken into consideration. There will also be a need for more drivers, which entails both labor costs and recruiting effort. Managing the larger fleet may take more staff. A big enough jump in workload could warrant an investment in technology that will pay off in the long run, but take a significant initial investment.

Business growth is, understandably, the chief goal of any operation. In the competitive world of trucking, the temptation can be to attempt too much, too quickly, and overextend. But by studying the fundamentals, such as optimal maintenance, and then utilizing advances in technology to benchmark competition and operational solutions such as factoring to maximize cash flow and optimize growth, smaller trucking companies can follow the same path to success as their larger counterparts.

An owner in fleet-building mode may want to grab every new opportunity and figure out how to handle it as needed. Running hard and fast feels exciting, while controlled growth requires patience. Ultimately, that patience pays off because the company is
less likely to get unexpectedly thrown off course. Knowing all the numbers coming in and going out allows for better planning, more effective streamlining and an increased ability to absorb small upsets.

Owners with growth in mind need to know the capital required per truck, per lane or per driver on any new route, so that they can calculate their true profit margin. In this expansion space, the company will also need to assess its cash flow cycle, and whether it will require a new source of capital to see the business through as it changes form.

That’s valuable information for getting on the right path to increase profit margins. Getting a clear picture of the profits and costs of similar-sized trucking companies can help with driver recruitment and retention, equipment decisions, technology investments, staffing structure and more.

Somewhere between those humble beginnings and enormous success lies a business plan that includes long-term goals broken down into short-term actions. That plan must include a realistic assessment of what expansion means to the bottom line.


SheGetItDone Challenge 2020 Organization form

If you work in the Field Please complete and share with coworkers.